1. Welcome to Session 4 – Project Management Process Overview (continued) Instructor:Phyllis Sweeney Instructor: Phyllis Sweeney Project Management Certificate Program

2. 2 Session 4 Learning Objectives  Continue to understand the Project Management Processes  Understand the change management process The student will be able to:

3. 3 Initiation Planning Control Execution Closeout Project Management Processes Project Management Certificate Program

4. 4 Project Management Processes Initiation ControlClose Out the ProjectExecution Planning

5. Project Management Certificate Program5 Project Management Process Initiation ControlClose Out the ProjectExecute Planning Develop Detailed Plan Develop Roadmap Basis for Progress Monitoring

6. Project Management Certificate Program6 Planning Process  Defining and refining objectives and selecting the best of the alternative courses of action to attain the objectives that the project was undertaken to address  Devising and maintaining a workable scheme to accomplish the business need that the project was undertaken to address

7. Project Management Certificate Program7 Project Management Pain Curve Poor Planning Good Planning What does the x and y axis represent?

8. Project Management Certificate Program8 Devise Detailed Project Plan Determine tasks and prepare Project Workplan (WBS) Assign level of effort and resources Determine activity duration Establish Schedule and Budget Baselines Develop Acceptance/Completion Criteria WBS: Work Breakdown Structure

9. Project Management Certificate Program9 Project Planning  WBS defines scope of tasks, milestones, and deliverables –Tasks are major work activities that lead up to a deliverable and/or milestone –Milestones denote significant project events that tell you if the project is on schedule –Deliverables are any measurable, tangible, verifiable outcome, results or items that must be produced to complete a project or part of a project.

10. Project Management Certificate Program10 Work Breakdown Structure What is a Work Breakdown Structure?  “Checklist” not “tasklist” of work to be accomplished  Structured approach  Scope of work broken down into smaller & specialized work –Major project work packages identified –Major project outputs and responsibilities are defined Why Breakdown the Work?  Facilitates the budget preparation process  Assigns responsibility to organization and/or functional area  Facilitates monitoring and reporting of project development and progress

11. Project Management Certificate Program11 Approaches to Building the WBS Three Things to Consider When Preparing a WBS 1.Is there enough detail for the PM to manage the project? 2.Begin the worktask with a verb (action) and end in a noun (product) 3.Does each worktask result in a deliverable and is someone responsible?

12. Project Management Certificate Program12 Approaches to Building the WBS “Rules of Thumb” 1.“Order of Magnitude”  Order of Magnitude --  Analogous -  Definitive 2.“20 - 80 hour” Rule –Breakdown work only as far as to develop an estimate to the required degree of accuracy. –A single person is responsible for each worktask. Each worktask results in a deliverable. 3.Progress status is reported as completed or not done.

13. Project Management Certificate Program13 Identify Work Packages  Planning a Job Interview Complete a WBS for a JOB Interview (Use the yellow stickie exercise) Complete a WBS for a JOB Interview (Use the yellow stickie exercise)

14. Project Management Certificate Program14 Scope/WBS Pyramid 1-Total Program 2 - Project 3 - Task 4 - Subtask 5 - Work Package 6 - Level of Effort Quantified Objectives Major Work Assignments Detailed work tasks required to accomplish major work activity Identifiable grouping of related work from one or more disciplines. It represents a "Manageable" segment of work. Individual disciplines with discrete work products and resource requirements Collection of Projects Top Down or Bottom Up Approach?

15. Project Management Certificate Program15 Scheduling Fundamentals Key Workplan Information on a Time Scale –WBS –Project Network - relationships –Task Estimates –Critical Path Analysis

16. Project Management Certificate Program16 Scheduling Fundamentals Scheduling Goals –Lowest project cost –Shortest elapsed time –Flexibility to accommodate major changes –Worktasks defined to provide accountability Schedule Uses –Project reports –Tracking progress –Analysis –Costing and accounting

17. Project Management Certificate Program17 Critical Path Scheduling Definition  Longest sequence of activities from start to finish  Delay of any critical path activity will delay project  Has ZERO Float or slack time –“Float” or “Slack” time is the amount of delay in the start or completion time of an activity without causing a delay How to Determine Critical Path? (Covered in More Detail in Planning Class) “Myth or Reality”  Myth is the “Mathematical” critical path calculated by software  Reality is the “Managerial” critical path determined by management decisions and actions

18. Project Management Certificate Program18 Estimate Activity Duration  Similar Projects  Historical  Experts / Experienced Project Managers  Productivity  Simulation Tools

19. Project Management Certificate Program19 Project Plan (Work Plan) WHAT (Technical Objectives) Specific major activities and deliverables Completion Criteria HOW (Work Breakdown Structure) Checklist of worktasks Smaller, specialized activities Specific implementation approach

20. Project Management Certificate Program20 Project Plan (Work Plan) WHO (Resource Utilization) Organizational units responsible for work components Specific staff responsibilities and authorities Where work will be performed WHEN (Schedule) How long each work element will take? When will it be performed? Resources required HOW MUCH (Budget) Cost for each worktask Accumulated costs at major milestones

21. Project Management Certificate Program21 Work Plan WHO? WHEN? HOW MUCH? WHAT?HOW? What + How + Who + When + How Much = Work plan Task A Task B Task C A1.1 X A1.1a X A1.1b X X X A B C D J F M A M J J A S O N DHrs $ # $ TOTAL

22. Project Management Certificate Program22 Work Package Leveling Resource Leveling: More Work than Available Staff Extend task completion time without affecting critical path Use overtime (Increased costs and decreased productivity) Increase production rate Contract out workload (Increased costs) Increase permanent work force Delay work beyond its original completion date

23. Project Management Certificate Program23 Work Package Leveling Resource Leveling: More Staff than Work Accelerate work completion Develop more detailed WBS Perform simultaneous work tasks Reduce work force

24. Project Management Certificate Program24 Successful Planning Characteristics Summary  Status and completion are easily measured  Definite beginning and ending event  Estimated duration and budget can be determined from prior experience with similar activities  Manageable work assignments that are measurable, integrated, and independent of other activities

25. Project Management Certificate Program25 Project Management Process Initiation ControlClose Out the ProjectExecute Planning Execute

26. Project Management Certificate Program26 Execute Against the Plan Coordinating people and other resources to carry out the plan

27. Project Management Certificate Program27 Recruit and Organize the Project Team Establish Team Operating Rules Ensure team understands the schedule and is committed to it oLevel Project Resources oSchedule Work Packages oDocument Work Packages Execute Against the Plan

28. Project Management Certificate Program28 Project Monitoring What should be monitored?  Work status compared to plan  Quality of the work  Cost and schedule compared to plan  Unresolved project issues What monitoring should accomplish?  Communicate project status to everyone, including management  Provide justification for project changes  Compare actual progress versus plan  Explain variances

29. Project Management Certificate Program29 Work Package Documentation Deliverable Pages, if required Inform all parties of contractual deliverables and completion dates Record project approach Provide sufficient detail of all tasks and describe relationship to other work packages Present in a format that can be updated and used as progress status reports Hold work package manager responsible Serve as reference point for clarifying issues Clearly identify task budgets

30. Project Management Certificate Program30 Session 4 Summary  Understanding of Planning and Execution processes